This appendix provides two cases in addition to the running case in Chapters 4 through 13
of this text. The first case includes tasks ordered by each of the 10 knowledge areas discussed
in Chapters 4 through 13. The second case includes tasks based on the five project
management process groups. This appendix also includes information about using several
project management simulation software tools and MindView Business mind-mapping
software. Additional running cases and suggestions for other student projects are available
on the instructor Web site.
The purpose of these cases is to help you practice and develop the project management
skills you learned from this text. Several of the tasks involve using templates provided on the
companion Web site (www.cengagebrain.com)andtheauthor’s personal Website(www.
kathyschwalbe.com). Instructors can download the suggested solutions for these cases from the
password-protected section on Cengage Technology’s Web site. Contact a sales representative
at www.cengage.com/coursetechnology using the “Find Your Rep” menu.
ADDITIONAL CASE 1: GREEN COMPUTING
Part 1: Project Integration Management
You work for We Are Big, Inc., an international firm with more than 100,000 employees in
several countries. A strategic goal is to help improve the environment while increasing
revenues and reducing costs. The Environmental Technologies Program just started, and the
VP of Operations, Natalie, is the program sponsor. Ito is the program manager, and there is
a steering committee made up of 10 senior executives, including Natalie, who oversees the
program. Several projects operate within this program, including the Green Computing
Research Project. The CIO and project sponsor, Ben, has given this project high priority and
plans to hold special interviews to hand-pick the project manager and team. Ben is also a
member of the program steering committee. Before coming to We Are Big, Ben sponsored a
project at a large computer firm to improve data center efficiency. This project, however, is
much broader. The main purpose of the Green Computing Research Project is to research
possible applications of green computing, including the following:
• Data center and overall energy efficiency
• Disposal of electronic waste and recycling
• Virtualization of server resources
• Thin client solutions
• Use of open source software
• Development of new software to address green computing for internal use and
potential sale to other organizations
The budget for the project is $500,000, and the goal is to provide an extensive report,
including detailed financial analysis and recommendations for which green computing
technologies to implement. Official project request forms for the recommended solutions
will also be created as part of the project.
Ben decided to have five people working full-time on this six-month project and to call
on people in other areas as needed. He wanted to be personally involved in selecting the
project manager and to have that person help him select the rest of the project team. Ben
wanted to find people already working inside the company, but he was also open to
reviewing applications for potential new employees to work specifically on his project as
long as they could start quickly. Because many good people were located in different parts
of the world, Ben thought it made sense to select the best people he could find and allow
them to work virtually on the project. Ben also wanted the project manager to do more
than just manage the project. The project manager would also do some of the research,
writing, and editing required to produce the desired results. Ben was also open to paying
expert consultants for their advice and to purchasing books and related articles as needed.
1. Research green computing and green projects performed by large organizations
such as IBM, Dell, HP, and Google. See www.greenercomputing.com
and similar sites provided on the companion Web site, or find sites yourself.
Include your definition of green computing to incorporate all of the topics
listed in the background scenario. Describe each area of green computing,
including a detailed example of how at least one organization has implemen-
ted each area, and investigate the return on investment. Summarize your
results in a short paper, and cite at least three references.
2. Prepare a weighted decision matrix using the template named
wtd_decision_matrix.xls from the companion Web site. Ben will use this
matrix to evaluate applicants for project manager for this important project.
Develop at least five criteria, assign weights to each criterion, assign scores,
and then calculate the weighted scores for four fictitious applicants. Print the
spreadsheet and bar chart with the results. Write a one-page paper that
describes the weighted decision matrix and summarizes the results.
3. Prepare the financial section of a business case for the Green Computing
Research Project. Assume that this project will take six months to complete (in
Year 0) and will cost $500,000. The costs to implement some of the technologies
will be $2 million for year one and $600,000 for years two and three. Estimated
benefits are $500,000 in the first year after implementation and $2.5
million in the following two years. Use the business case spreadsheet template
(business_case_financials.xls) from the companion Web site to help calculate
the NPV, ROI, and the year in which payback occurs. Assume a 7 percent discount
rate, but make sure the rate is an input that is easy to change.
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4. Prepare a project charter for the Green Computing Research Project. Again,
assume that the project will take six months to complete and that the budget
is $500,000. Use the project charter template (charter.doc) and examples of
the project charters in Chapters 3 and 4 as guidelines. Assume that part of
the approach is to select the project team as quickly as possible.
5. Because people will request changes to the project, make sure that you have
a good integrated change control process in place. You also want to address
change requests as quickly as possible. Review the template for a change
request form (change_request.doc) provided on the companion Web site.
Write a short paper that describes how you plan to manage changes on this
project in a timely manner. Explain who will be involved in making change
control decisions, what paperwork or electronic systems will be used to
collect and respond to changes, and other related issues.
Part 2: Project Scope Management
Congratulations! You have been selected as the project manager for the Green Computing
Research Project. The company’s CIO, Ben, is the project sponsor, and Ito is the program
manager for the larger Environmental Technologies Program. Now you need to put
together your project team and get to work on this high-visibility project. You will work
with Ben to hand-pick your team. Ben had already worked with the HR department to
advertise team openings internally and outside the company. Ben also used his personal
contacts to let people know about this important project. In addition, you are encouraged
to use outside consultants and other resources as appropriate. Initial estimates suggest
that about $300,000 of the funds budgeted for this project will go to internal staffing, and
the rest will go to outside sources. The main products you will create are a series of
research reports—one for each green computing technology listed earlier and a final
report that includes all data. You will also produce formal project proposals for at least
four recommendations to implement some of these technologies. Ben suggested that the
team should develop at least 20 different project ideas and then recommend the top four
based on extensive analysis. Ben thought that some type of decision support model would
make sense to help collect and analyze the project ideas. You are expected to tap into
resources that are available from the Environmental Technologies Program, so you need to
include some of those resources in your project budget. Ben mentioned that some research
had already been done on increasing the use of telecommuting. Ben also showed you examples
of what he considered good research reports. You notice that his examples are very
professional, with plenty of charts and references; most are 20 to 30 pages and are singlespaced.
Ben has also shown you examples of good formal project proposals for We Are Big,
Inc. These proposals are quite detailed as well; they often reference other research and
include a detailed business case.
1. Document requirements for your project so far, including a requirements traceability
matrix. Use the reqs_matrix.xls template provided on the companion
Web site. Also include a list of questions you would like to ask the sponsor
about the scope.
2. Develop a scope statement for the project using the template provided
(scope_statement.doc). Be as specific as possible in describing product
characteristics and deliverables. Make assumptions as needed, assuming you
received answers to your questions in Task 1.
3. Develop a work breakdown structure (WBS) for the project. Break down the
work to level 3 or level 4, as appropriate. Use the wbs.doc template on the
companion Web site and samples in the text as guides. Print the WBS in list
form as a Word file. Be sure to base your WBS on the project scope statement,
stakeholder requirements, and other relevant information. Remember
to include the work involved in selecting the rest of your project team and
outside resources as well as coordinating with the Environmental Technologies
Program. Use the project management process groups as level 2 WBS
items or include project management as a level 2 WBS item to make sure you
include work related to managing the project.
4. Use the WBS you developed in Task 3 to create a Gantt chart for the project
in Microsoft Project 2010. Use the outline numbering feature to display the
outline numbers. Click Tools on the menu bar, click Options, and then click
Show outline number. Do not enter any durations or dependencies. Print the
resulting Gantt chart on one page, and make sure to display the entire Task
Part 3: Project Time Management
As project manager, you are actively leading the Green Computing Research Project team
in developing a schedule. You and Ben found three internal people and one new hire to fill
the positions on the project team as follows:
• Matt is a senior technical specialist in the corporate IT department. He works
in the building next to yours and Ben’s. He is an expert in collaboration
technologies, and he volunteers in his community to help organize ways for
residents to dispose of computers, printers, and cell phones.
• Teresa is a senior systems analyst in the IT department in a city 500 miles
away from your office. She just finished an analysis of virtualization of
server resources for her office, which has responsibility for the company’s
• James is a senior consultant in the strategic research department in a city
1,000 miles away from your office. He has a great reputation as being a font
of knowledge and excellent presenter. Although he is over 60, he has a lot
• Le is a new hire and former colleague of Ben’s. She was working in Malaysia,
but she was planning to move to your location and begin work about four
weeks after the project started. Le wrote her doctoral thesis on green
While waiting for everyone to start working on your project, you talked to several
people who were working on other projects in the Environmental Technologies Program
and you did some research on green computing. You can use a fair amount of the work
already done on telecommuting, and you have the name of a consulting firm to help with
that part of your project, if needed. Ito and Ben both suggested that you get up to speed
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on available collaboration tools because much of your project work will be done virtually.
They knew that Matt would be a tremendous asset for your team in that area. You have
contacted other IT staff to get detailed information on your company’s needs and plans
in other areas of green computing. You also found out about a big program meeting in
England next month that you and one or two of your team members should attend.
Recall that the Green Computing Research Project is expected to be completed in six
months, and you and your four team members are assigned full-time to the project.
Your project sponsor, Ben, has made it clear that delivering a good product is the most
important goal, and he thinks you should have no problem meeting your schedule goal.
He can authorize additional funds, if needed. You have decided to hire a part-time editor
and consultant, Deb, to help your team produce the final reports and project proposals.
You know Deb from a past job. Your team has agreed to add a one-week buffer at the
end of the project to ensure that you finish on time or early.
1. Review the WBS and Gantt chart you created for Tasks 3 and 4 in Part 2.
Propose three to five additional activities you think are needed to help you
estimate resources and durations. Write a one-page paper that describes
these new activities.
2. Identify at least four milestones for this project. Write a one-page paper that
describes each milestone using the SMART criteria.
3. Using the Gantt chart you created for Task 4 in Part 2, and the new activities
and milestones you proposed in Tasks 1 and 2 above, estimate the task durations
and enter dependencies as appropriate. Remember that your schedule
goal for the project is six months. Print the Gantt chart and network diagram.
4. Write a one-page paper that summarizes how you would assign people to each
activity. Include a table or matrix that lists the number of hours each person
would work on each task. These resource assignments should make sense
given the duration estimates made in Task 3.
5. Assume that your project team starts falling behind schedule. In several
cases, it is difficult to find detailed information on some of the green computing
technologies, especially financial data. You know that it is important to
meet or beat the six-month schedule goal, but quality is the most important
goal. Describe contingency strategies for making up lost time and avoiding
schedule slips in the future.
Part 4: Project Cost Management
Your project sponsor has asked you and your team to refine the cost estimate for the
project so that a solid cost baseline exists for evaluating project performance. Recall that
your schedule and cost goals are to complete the project in six months or less for under
$500,000. Initial estimates suggested that about $300,000 would be spent on internal
labor. You mistakenly thought that travel costs would be included in that $300,000, but
now you realize that travel is a separate cost item. The trip to England early in the project
cost $6,000, which you had not expected.
1. Prepare and print a one-page cost estimate for the project, similar to the one
provided in Chapter 7. Use the WBS categories you created earlier, and be
sure to document assumptions you make in preparing the cost estimate.
Assume a burdened labor rate of $100/hour for yourself (the project manager),
$90/hour for Teresa, James, and Le, and $80/hour for Matt. Assume
about $200/hour for outsourced labor.
2. Using the cost estimate you created in Task 1, prepare a cost baseline by
allocating the costs by WBS for each month of the project.
3. Assume that you have completed three months of the project and have actual
data. The BAC was $500,000 for this six-month project. Also assume the
Using this information, write a short report that answers the following
a. What is the cost variance, schedule variance, cost performance index
(CPI), and schedule performance index (SPI) for the project?
b. Use the CPI to calculate the estimate at completion (EAC) for this
project. Use the SPI to estimate how long it will take to finish this
project. Sketch an earned value chart using the preceding information,
including the EAC point. See Figure 7-5 as a guide. Write a paragraph
that explains the information in the chart.
c. How is the project doing? Is it ahead of schedule or behind schedule? Is
it under budget or over budget? Should you alert your sponsor or other
senior management and ask for assistance?
4. Several tasks that involve getting inputs from consultants outside your own
company have cost more and taken longer to complete than planned. You
have talked to the consultants several times, but they say they are doing
their best. You also underestimated travel costs for this project. Write a
one-page paper that describes corrective action you could take to address
Part 5: Project Quality Management
The Green Computing Research Project team is working hard to ensure that its work
meets expectations. The team has a detailed project scope statement and schedule, but as
the project manager, you want to make sure that you’ll satisfy key stakeholders, especially
Ben, the project sponsor, and Ito, the program manager. You have seen how tough Ito can
be on project managers after listening to his critiques of other project managers at the
monthly program review meeting. He was adamant about having solid research and financial
analysis and liked to see people use technology to make quick what-if projections. You
were impressed to see that several other project teams had developed computer models to
help them perform sensitivity analysis and make important decisions. Most of the models
were developed using Excel, which Ito preferred, and you were glad that you and Matt
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were experts in Excel. Ito was easy on you at your first monthly review because things
were just getting started, but he did give you a list of items to report on next month. You
had Ben at the review to help answer some of the tough questions, but you wanted to be
able to hold your own at future monthly meetings.
1. Develop a list of at least five quality standards or requirements related to
meeting stakeholder expectations, especially Ben and Ito’s. Also provide a
brief description of each standard or requirement. For example, a require-
ment might be related to the computer model, and might state that the computer
model you create to analyze the 20 or more green technologies will be
done in Excel 2010. Other standards or requirements might be related to the
quality of the financial analysis and research you use.
2. Review the Seven Basic Tools of Quality. Pick one and create a scenario
related to this project where the tool would be useful. Document the scenario
and tool in a short paper.
3. Find a high-quality research report related to green computing. Summarize
the report in a short paper that describes the high quality of the research.
Part 6: Project Human Resource Management
You are five weeks into the Green Computing Research Project, and the full-time team
members are together for the first time. You, Ben, Matt, and Le all work in the same location,
but Teresa and James are based out of town and do most of their work virtually. Le
is also new to the company and has just moved to the United States. She is staying in a
hotel and looking for a place to live. She’d like to buy her first home, but she wants to
make sure it’s a good investment and somewhere she’d like to stay for at least five years.
You get along well with your project sponsor, Ben, and Matt is a great resource, although
he is extremely reserved. Le is also very quiet, and you quickly discover that she is an
excellent researcher and writer, but she is not comfortable speaking in public. Teresa and
James are much more talkative and are excited to be working on this project. However,
James seems to be reluctant to use much technology to share ideas, and he enjoys faceto-face
meetings and discussions. You have made preliminary agreements with two outside
consultants to assist you with editing and the teleconferencing topic for your research.
You have to prepare a monthly progress report and presentation for Ito, the program
manager. You also have short meetings as needed with Ben, your sponsor, and you send
him a weekly progress report.
1. Before this first face-to-face meeting, you asked everyone to send a brief
introductory e-mail, including links to their personal Web sites, LinkedIn
sites, and other sites. You also asked everyone to take a short version of the
Myers-Briggs Type Indicator (MBTI) online and share the results with the
rest of the team. Take this test yourself at www.humanmetrics.com and
research how different MBTI types respond to work environments, especially
for research projects and with virtual teams. Summarize your findings in a
short paper. Also document what you would write in an e-mail to introduce
yourself, assuming you are the project manager for this project. Be creative in
2. Prepare a responsibility assignment matrix in RACI chart format based on the
WBS you created earlier and the information you have on project team
members and other stakeholders. Use the template (ram.xls) and samples in
the text. Document key assumptions you made in preparing the chart.
3. Because everyone will be in town for most of the week, you want to make
sure they develop good working relationships. You also want everyone to
work together efficiently. You asked Matt to review collaboration tools and
recommend which ones the team should use for this project. As Matt starts
demonstrating some of the tools, including webcams and wikis, you notice
that a couple of team members seem uncomfortable, especially James. He
thought that he would be in charge of certain aspects of the research
reports, and was uncomfortable with the idea of other team members being
able to change his work in a wiki. Le did not like the idea of using a webcam.
She’d rather not have her face on video when communicating virtually.
Discuss these human resource concerns and others that you think
would be common in this situation. Include strategies for addressing these
concerns as well.
Part 7: Project Communications Management
Several communications issues have arisen on the Green Computing Research Project in
the three months since the project started. Your team had agreed to post all of its work on
a shared site, but a couple of team members don’t seem to like using the site and prefer to
use e-mails and attachments. When they do, other team members cannot easily see the
work in one place or provide feedback using the wiki tools. It is also clear that some team
members are better researchers and writers than others. When you have weekly conference
calls with the webcams, at least a couple of team members don’t use the webcam and
rely on the audio instead. You find that the meetings rarely end on time because some
team members become very talkative. Also, you were grilled by Ito at the last monthly
program review meeting. He thought you’d be much further along in the project by now
and expects you to have a recommendation for a promising green computing project by
next month. You haven’t seen any great ideas yet. You want to start having face-to-face
meetings at least twice a month, but you know it would make your project go over budget
even more. At least the Excel model is going well. You and Matt have put a good deal of
time into developing it. If only you had enough good data to put into it.
1. Write a short memo that describes some of the problems you are facing. You
would like to discuss the problems with seasoned, objective project managers
to get their advice.
2. Research the use of wikis and address the concerns that several team members
have about using them, especially their fear of having others “mess up”
their work. Document your findings in a short paper.
3. Write a short paper describing how you might approach two of the conflicts
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Part 8: Project Risk Management
Because several problems have occurred on the Green Computing Research Project, as
described in the previous section, you decide to be more proactive in managing risks. You
also want to address positive and negative risks.
1. Create a risk register for the project using the risk_register.xls template.
Identify six potential risks, including at least two positive risks.
2. Plot the six risks on a probability/impact matrix using the prob_impact_matrix.ppt
template. Print the matrix. Assign a numeric value for the probability of each risk
occurring and its impact on meeting the main project objectives. Use a scale of
1 to 10 to assign the values, with 10 being the highest. For a simple risk factor
calculation, multiply the probability score by the impact score. Document the
results in a one-page paper; include your rationale for how you determined the
scores for one of the negative risks and one of the positive risks.
3. Develop a response strategy for one of the negative risks and one of the
positive risks. Enter the information in the risk register and then print the
complete risk register. Also, write a one-page paper describing the specific
tasks needed to implement these two strategies. Include time and cost
estimates for each strategy.
Part 9: Project Procurement Management
After a monthly program management review meeting four months into your project, Ito
and Ben approved another $100,000 and an additional month to complete the work. You
provided a strong rationale to justify additional travel funds and more money for outside
consultants to help you find good research information. You decided to have James return to
his old job because he didn’t seem open to sharing ideas with others. It would be best to
have one of the participating consulting firms do the work that James was assigned to do,
even though the cost would be greater. The lead consultant, Anne, has done a great analysis
of improving overall energy efficiency for the company; her ideas could save millions of dol-
lars each year. Ben, your project sponsor, was disappointed that you couldn’tmeettheoriginal
time and cost goals, but he wants to make sure that the final results are of high quality.
1. Draft a contract to have Anne’s consulting firm perform the work that James
was supposed to do for this project. Assume that the contract would last for
three months and that Anne would be working about half-time, earning $200/
hour. She would also have other consultants do up to 100 hours of work at
$150/hour. They would do most of the work virtually, but Anne would come
to town at least once a month for face-to-face meetings. Limit the contract to
two or three pages, and be sure to address specific personnel and travel
requirements. Also make sure that all work produced is owned and copyrighted
by your company exclusively.
2. Deb, the editor you hired for this project, has asked for your assistance in
organizing the final comprehensive research report. Draft a one-page executive
summary and a table of contents for the report.
3. Prepare a lessons-learned report for what you have learned so far as the
manager of this project. Use the template provided on the companion Web
site (lessons_learned_report.doc); be creative in your response. Although this
is not really a procurement task, it is provided here for convenience.
Part 10: Project Stakeholder Management
Review what has happened so far in this case, especially the information from Part 7:
Project Communications Management. Assume that the project is still in its early stages,
and that you just presented information in the first monthly program review. Ito was upset
about the lack of progress, and he told Ben, your project sponsor.
1. Prepare a power/interest grid for stakeholders on this project.
2. Prepare part of a stakeholder management plan for the project, focusing on
how you could develop and improve relationships with key stakeholders.
3. Create an issue log for the project using the template provided
(issue_log.doc). List at least four issues and related information based on the
scenario presented and information from the Communications section.
ADDITIONAL CASE 2: PROJECT
MANAGEMENT VIDEOS PROJECT
Part 1: Initiating
You and several classmates are taking a project management class, and your instructor
has suggested a project to find or create good video clips to illustrate concepts that are
relevant to the class. For example, the Oceans 11, Oceans 12, and Oceans 13 movies
include great planning and execution clips. Apollo 13 provides a great example of scope
management and creative problem solving when the team must figure out how to keep the
astronauts alive. The Office television show includes many examples of poor motivation
techniques. In addition to providing the clips on DVD, you will write a summary of the
clips, including their length and source; introductions for each clip; discussion questions
that you can pose before and after each clip; and suggested answers to the questions. Your
instructor has suggested that teams find or create two good clips per team member. If
several teams in your class work on this project, you must coordinate with them to share
resources and avoid duplicating clips. Everything your team creates for the project should
fit on one DVD that runs on your instructor’s computer. The DVD will be for educational
use only, so you should not face any copyright issues.
1. To become more proficient at finding short video clips, do some preliminary
research. Go to sites like youtube.com and search for videos related to project
management. Search for articles related to project management in the
movies, and visit sites such as imdb.com to see movie trailers. Find other
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sites that have legitimate movie and television clips. Also discuss movies or
television shows that you and your teammates could use for this project.
Write a short paper that summarizes your findings and cites all references.
2. To become familiar with creating or editing short video clips, research how to
transfer short segments of an existing DVD to a computer. Research the
devices and software needed to create, edit, and post your own videos. (For
example, review Web sites such as theFlip.com and youtube.com.) Summarize
at least three options, including price information. Write a short paper
that summarizes your findings and cites all references.
3. Prepare a team contract for this project. Use the team_contract.doc template
provided on the companion Web site, and review the sample in the text.
4. Prepare a draft project charter for the Project Management Videos Project.
Assume that the project will be completed by the last day of class. Assume
that costs will include an estimate of hours worked by the team and the cost
of necessary hardware and software for the project, such as DVDs, a camcorder,
and video editing software. Use the charter.doc template provided on the
companion Web site, and review the sample in the text.
5. Prepare a draft schedule for completing all of the tasks for this project.
Include columns that list each task by process group, estimated start and end
dates for each task, the person with the main responsibility for completing
each task, estimated hours for each task by person, and actual hours for each
task by person. Complete the schedule as information becomes available.
6. Write a brief summary of your team’s MBTI types and how they might
affect your team dynamics. You can take a version of the test from
7. Prepare a 10-minute presentation that summarizes the results from the preceding
initiating tasks. Assume that the presentation is for a review with your
class and instructor. Be sure to document notes of any feedback received
during the presentation and submit hard copies of everything you produced.
Part 2: Planning
Work with your teammates and instructor to perform several planning activities for this
1. Develop a scope statement for the project. Use the scope_statement.doc template
on the companion Web site and review the sample in the text. Be as
specific as possible in describing product characteristics and requirements as
well as key deliverables. Determine which video clips your team will provide
and the resources you think you will need, such as DVDs and camcorders. Be
sure to coordinate the clips with your instructor and other teams and get
feedback before handing in your scope statement.
2. Develop a WBS for the project. Use the wbs.doc template on the companion
Web site and review the samples in the text. Print the WBS in list form as a
Microsoft Word file. Be sure that the WBS is based on the project charter,
scope statement, draft schedule, and other relevant information.
3. Create a milestone list for this project. Include at least 10 milestones and
their estimated completion dates. Note that your instructor should have input
for several of these milestones and completion dates. Use the milestone_
4. Develop a cost estimate for the project. Estimate the number of hours needed
to complete each task, including tasks that are already completed, and estimate
the costs of any items you would like to purchase for the project.
Assume a rate of $10 per hour for all labor. Use the cost_estimate.xls
5. Use the WBS and milestone list you developed in Tasks 2 and 3 and the draft
schedule you created earlier to develop a Gantt chart and network diagram
for the project in Project 2010. Estimate task durations and enter dependencies
as appropriate. Print the Gantt chart and network diagram. Also update
the draft schedule you created for Task 5 in the Initiating section.
6. Create a quality checklist for ensuring that the project is completed successfully.
Also define at least two quality metrics for the project.
7. Create a RACI chart for the main tasks and deliverables of the project.
8. Develop a communications management plan for the project. Use the
comm_plan.doc template on the companion Web site and the sample plan
provided in the text. Also create part of a stakeholder management plan,
focusing on how you will manage relationships with key stakeholders.
9. Create a probability/impact matrix and list of prioritized risks for the project.
Include at least 10 risks. Use the prob_impact_matrix.ppt template on the
companion Web site and the sample matrix provided in the text.
10. Prepare a 10-minute presentation that you would give to summarize results
from the preceding planning tasks. Assume that the presentation is for a
review with your class and instructor. Be sure to document notes of any
feedback received during the presentation and hand in hard copies of every-
thing you produced. Plan to show one video clip along with the discussion
questions to get feedback.
Part 3: Executing
Work with your teammates and instructor to perform several executing activities for this
1. Find or create your video clips and put them on one DVD. Be sure that the
DVD can run on your instructor’s computer.
2. Write the clip summaries, introductions, discussion questions, and suggested
answers to the questions.
3. Document any change requests you have during project execution and get
sponsor approval, if needed.
Additional Cases and Software
Part 4: Monitoring and Controlling
Work with your teammates and instructor to perform several monitoring and controlling
activities for this project.
1. Review the Seven Basic Tools of Quality. Pick one of these tools and create a
chart or diagram to help you solve problems you face. Use the available templates
and samples provided. Note that the companion Web site has only a
template for the Pareto chart, which is called pareto_chart.xls.
2. Create and update an issue log as required. Use the issue_log.doc template
provided on the companion Web site and the sample provided in the text.
3. As described in the final task for the initiating and planning sections, be
ready to show progress you made as part of a project review. Also be sure to
document actual hours on each task in the draft schedule. You created this
schedule as Task 5 in the Initiating section and updated the schedule as part
of Task 5 under Planning.
Part 5: Closing
Work with your teammates and instructor to perform several closing activities for this
1. Prepare a 20-minute final presentation to summarize the results of the project.
Describe the initial project goals, planned versus actual scope, time, and
cost information, challenges faced, lessons learned, and key products created.
Be sure to list all of the clips your team found and show at least two of them
along with the discussion questions.
2. Prepare a final project report. Include a cover page and detailed table of
contents, and get feedback from your instructor as required. Be sure to
include all of the documents and products you have prepared as appendices.
3. Get feedback from your sponsor in the form of a customer acceptance/project
completion form. You can use the template called client_acceptance.doc or
collect the feedback in some other fashion. Also get feedback from your
4. If you are comfortable doing so, send a copy of your final project report
and feedback on this case to the author of this text at
PROJECT MANAGEMENT SIMULATION SOFTWARE
Another way to practice your project management skills is by using simulation
software. Several tools are available, including those listed in this section. Note that
all are separate purchases. The following three tools are all Web-based and cost from
$20 to $40 per student; discounts are available if you mention this book. Consult the
suppliers for more details.
1. Fissure (www.fissure.com) now provides a Web-based tool to help students
apply their project management skills in a simulated environment. The listed
price in May 2012 was $39.95. Most students can run the simulation once
within two to three hours. The following information was taken from the
Fissure Web site in May 2012.
, the Alliance Prototype project, is a simulated project from
Fissure Corporation used by many academic institutions around the
world as part of their project management curriculum. SimProject,
the Alliance Prototype project, has 7 tasks and 10 potential team
members. SimProject can be given as stand-alone homework for students
(individual or teams), or utilized as a classroom activity with teams of
three or four students sharing the role of project manager. Purchase
includes three runs or complete executions of the simulated project.
SimProject will expire after the third run or after 120 days (even if
all runs are not completed).
2. Double Masters (www.doublemasters.com) provides a project management
simulation for academia. Instructors should contact [email protected]
and mention this book to receive a 20 percent discount on the academic
version. The price in May 2012 was $29.95 per student without the discount.
Most students take about seven hours to run the entire simulation. The
following information was taken from the Web site in May 2012:
Double Masters simulations are offered via the Web on demand and
can be run whenever convenient for the student or instructor.
This means there is no software to download or manage and the
simulation can be accessed from any computer in the world, as long
as there is Internet connectivity. The process is simple and
• An instructor will sponsor a session: a session ID and access code are
generated in order to group students into a single online course
• The instructor defines the session duration: start and end date for
• The students create a user account and register for the session identified
by their instructor
• The students can only run the simulation during the established time
constraints of the simulation
Registering for the simulation is easy. Instructors should have their
students consult the Student Guide for detailed instructions.
Reports are provided that make it easy for instructors to track their
students’ simulation run results. Key information reported includes:
• Complete list of decisions made
• Mail and documents read
• Schedule and budget data
• Final Earned Value Management metrics
Additional Cases and Software
The simulation provides each student with detailed feedback, using
various metrics to gauge the effectiveness of his or her decisions.
A Scorecard is available to both the student and instructor with a final
score out of 100.
3. Sandbox Model (www.sandboxmodel.com) was available for $50 per student
in May 2012; you can get a 30 percent discount by mentioning this book.
Most students can run the Web-based simulation within 30 minutes. The
following information was provided in May 2012:
is an award-winning training and simulation tool which is used in
designing and managing real-world projects that require the use of all Project
Management aspects. Originally developed at the Technion Institute of
Technology, the software is now used by universities and practitioners
around the world. The simulation engine has scientific foundations that are
based on reality.
Using the PTB
, project managers of all levels can simulate realworld
case studies and perform “what if” analysis to predict how the project
they designed might play out in the real world. Providing life-like
uncertainty, project managers cope with managing the ongoing project in
an environment which emphasizes project monitoring and controlling to
a level never seen before in a training tool. The PTB
topics of project management into one complete tool. The users get a
chance to see how everything connects through active hands-on training,
rather than by listening to lectures.
While other project management simulation tools include a small
number of predefined projects that the user can simulate, the PTB
includes a user-friendly case study generator, facilitating the development
of new case studies that suit a variety of businesses and projects. The
module even allows for importing projects from third party software such
as Microsoft Project. This feature enables using the PTB
fields such as software development, construction, etc.
is the only project management simulator that takes variance
into account. Each project task can be performed in a number of
different modes. When the trainee selects the mode for execution, the
decision affects the project cost, schedule and quality. Another unique
feature is the History Mechanism. This permits users to “travel in time,”
view past decisions made in the project life cycle, and correct them if
necessary. After the project simulation ends, the mechanism allows the
user to learn from past mistakes and to duplicate successful solutions.
won the PMI Project of the Year award. Brian Weiss, vice president of
product management for PMI, said, “The experience projectmanagers gain during the simulation
is invaluable. Everything that takes place is based on actual project data, ensuring that
the project manager’s education is a pragmatic experience versus an academic one.”
You might want to consider two additional simulation tools:
• Harvard Business Publishing for Educators, Project Management Simulation:
Scope, Resources, Schedule. You can find out more about this tool from
• Shark World: You can find out more about this tool from www.sharkworld.nl.
MINDVIEW BUSINESS SOFTWARE
As mentioned in earlier chapters of this text, you can use mind-mapping software to
perform a SWOT analysis, create a WBS, and more. Readers of this text can download a
60-day free trial of MindView Business software by Matchware, Inc. Go to
www.matchware.com/itpm for more information. You can find numerous videos on how
to use this powerful software, starting with the Quickstart video at the Matchware site.
The following information was taken from www.matchware.com in May 2012:
Kick-Start Your Planning Sessions!
Need a better way to visualize your tasks and work streams? Frustrated by note taking
during planning meetings? Looking for a professional Gantt chart tool that is fast and
easy to use? Then MatchWare MindView 4 Business is the ideal project management
software tool for you!
MatchWare MindView lets you use Mind Mapping to help every member of your team
fully understand the project, contribute to planning, follow the project timeline and
clearly visualize all tasks in an organized manner. It lets you take notes “on-the-fly” for
criteria or risk management and allows you to attach relevant files to each task in your
Mind Map (Excel® files, technical drawings, etc.). Task information such as resources,
duration and priorities can also easily be applied directly onto your Mind Map.
MatchWare MindView Business bridges the gap between Mind Mapping and
project planning by integrating a dynamic Gantt Chart. This allows you to create most
of your project plan in the Mind Map view and then simply switch to the Gantt view
for fine-tuning. Your final Gantt chart can then easily be printed or integrated with
MatchWare MindView Business is fast, efficient, affordable and easy to use! Just
follow these 4 easy steps:
1. Brainstorm using Mind Mapping
2. Apply task information
3. Fine tune project plans in the built-in Gantt view
4. Present your project plan
Key Features of MindView 4 Business for Project Management
• Built-in Gantt Chart
• Built-in Project Timeline
• Export/import to MS Office
• Integration with MS Project
• XML export import
• FREE viewer
Additional Cases and Software
Kathy Schwalbe, An Introduction to Project Management, Third Edition (August 2009).
Kathy Schwalbe, An Introduction to Project Management, Fourth Edition (July 2012).
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