APPENDIX D

Solutions to the Dorale Products Case Studies

CASE STUDY (A)

1. A project is a unique activity, with a well defined objective with constraints, that consumes resources, and is generally multi-functional. The project usually provides a unique product service or deliverable.
2. Generally, there is no minimum number of boundaries that need to be crossed.
3. Usually this is based upon the amount of integration required. The greater the amount of integration, the greater the need for project management.
4. All projects could benefit from the use of project management, but on some very small projects, project management may not be necessary.
5. Reasonable thresholds for the use of the project management methodology are based upon dollar value, risk, duration, and number of functional boundaries crossed.

CASE STUDY (B)

1. In many companies, one enterprise project methodology may be impractical. There may be one methodology for developing a unique product or service, and another one for systems development.
2. A program is usually longer in duration than a project and is comprised of several projects.
3. Project management methodologies apply equally to both programs and projects.

CASE STUDY (C)

1. All projects should use the principles of project management but may not need to use the project management methodology.
2. Projects that do not require the methodology are those that are of short duration, low dollar value and stay within one functional department.
3. Methodologies are generally required for all projects that necessitate large scale integration. However, if the cost associated with the use of the methodology is low, or the methodology is not complex, then it could be argued that the methodology should be used on all projects.
4. This is a valid argument that the principles of project management should be applied to all projects, irrespective of constraints.

CASE STUDY (D)

1. The project manager is partially correct in his definition of the integration management process. The project manager's definition is aligned more so with the 2000 PMBOK^® Guide rather than the 2004 version.
2. It can be difficult to identify these processes in each life cycle phase. However, a good project management methodology will solve this problem.
3. A good project management methodology is based upon forms, guidelines, templates, and checklists, and is applicable to a multitude of projects. The more structure that is added into the methodology, the more control one has, but this may lead to the detrimental result of limiting the flexibility that project teams need to have for one methodology that can be adapted to a multitude of projects.

CASE STUDY (E)

1. The primary benefits are standardization and control of the process. The disadvantage occurs when this is done with policies and procedures rather than forms, guidelines, templates, and checklists.
2. Most good methodologies have no more than five or six life cycle phases.
3. With too many gate review meetings, the project manager spends most of his/her time managing the gate review meetings rather than managing the project.
4. The stakeholders that are in attendance at the gate review meetings determine what information should be presented. Templates and checklists can be established for the gate review meetings as well as the stages.
5. At a minimum, the questions addressed should include: (1) Where are we today?, (2) Where will we end up?, and (3) What special problems exist?

CASE STUDY (F)

1. The standard definition of success is within time, cost, scope or quality, and accepted by the customer.
2. Secondary success factors might include profitability and follow-on work.
3. It is more difficult to define failure as opposed to success. People believe that failure is an unsatisfied customer. Others believe that failure is a project which, when completed, provided no value or learning.
4. Absolutely, but they can be modifies to fit a particular project or the needs of a particular sponsor.
5. Lack of flexibility may be the result.

CASE STUDY (G)

1. The primary role of the sponsor is to help the PM resolve problems that may be beyond the control of the PM.
2. The role of the sponsor can and will change based upon the life cycle phase.
3. There are two schools of thought; some believe that the same person should remain as sponsor for the duration of the project while others believe that the sponsor can change based upon the life cycle phase. There are advantages and disadvantages of both approaches, and it is often based upon the type of project and the importance of the customer.
4. Not necessarily, but is it a good starting point in explaining to to new sponsors their role and responsibility.
5. Verify that the current phase has been completed correctly and authorize initiation of the next phase.

CASE STUDY (H)

1. Good methodologies identify staffing policies. As an example, a project manager may have the right to identify the skill level desired by the workers, but this may be open for negotiations.
2. Project managers that possess a command of technology normally negotiate for people whereas project managers without a command of technology negotiate for deliverables.
3. This question is argumentative because it may involve an argument over effort versus duration. The line manager may carry more weight in this regard than the project manager since this may very well be based upon the availability of personnel.
4. This is why project sponsors exist; to act as a referee when there are disagreements and to make sure that line management support exists.
5. Guidelines are always better than policies and procedures, at least in the eyes of the author.

CASE STUDY (I)

1. Core skills include decision-making, communications, conflict resolution, negotiations, mentorship, facilitation, and leadership without having authority.
2. Line management skills often focus on superior-subordinate relationships whereas PM skills focus on team-building where the people on the team are not necessarily under the control of the PM (and may actually be superior in rank to the PM).
3. Multiple-boss report is also a concern because the control and supervision of the worker may be spread across several individuals.
4. Wage and salary administration is an important factor. If the PM has this responsibility, the workers will adapt to the PM because he/she has an influence over their performance review and salary. Without this responsibility, the PM may be forced to adapt to the workers rather than vice-versa.
5. Line managers are accustomed to managing with authority whereas project managers are not.
6. When a PM has a command of technology, he/she may align closer with the skills of a line manager rather than a PM.
7. PMs usually negotiate for deliverables when they do not have a command of technology and this can influence the interpersonal skills needed for a particular project.
8. Yes.
9. The identification should be in general terms only so that it may be applicable to a multitude of projects.

CASE STUDY (J)

1. Yes, but in general terms only.
2. Both, in order to minimize conflicts.
3. Sponsors usually take an active role in selection of the PM, but take a passive role in functional staffing so as not to usurp the authority of their line managers.
4. There is no really effective to do this other than by closing out some of the functional charge numbers.
5. Yes, if mandated by senior management.
6. The PM can request any skill level desired, but the final decision almost always rests with the line manager.
7. Both.

CASE STUDY (K)

1. The size of the project, duration, risk, and importance of the customer.
2. They are the same and may even be more detailed.
3. A project management team.
4. The role of the PM is to coordinate and integrate the activities of the project management team.
5. They can be part-time or full-time based upon the needs of the project.
6. Yes. An example of this may be the quality specialist assigned to the project.
7. Yes.
8. Policies can be established to staffing of a project office team, but it may be company-specific or client specific.