Don't use plagiarized sources. Get Your Custom Essay on
MGT 323 SEU Management Working on Projects Questions
Just from $10/Page
Order Essay

Unformatted Attachment Preview

tomorrow’s schedule and writes some personal reminders before starting off
on her 30-minute commute home.
1. How effectively do you think Troi spent her day?
2. What does the case tell you about what it is like to be a project manager?
1 Slack is a communications program designed to manage the flow of information on a
project. See
Case 1.2
The Hokies Lunch Group1
Fatma settled down for lunch at the Yank Sing Chinese restaurant. She was
early and took the time to catch up on her e-mail. Soon she would be joined
by Jasper and Viktoria, two fellow 2014 grads from Virginia Tech in
Blacksburg, Virginia.
Jasper worked as a software engineer for a start-up company that
wanted to expand the boundaries of sharing economy. Viktoria was an
electrical engineer who worked for a German healthcare company in San
Francisco. They had met each other at a Silicon Valley alumni reception
hosted by Virginia Tech. Each of them felt a bit like a fish out of water on
the West Coast, so they decided to have lunch together each month. The
lunch evolved into a professional support group. A major part of each of
their jobs was managing projects, and they found it useful to share issues
and seek advice from each other.
Fatma worked for a very successful Internet company whose founders
believed that everyone in the firm should devote three days a year to
community service projects. The company was partnering with several
companies in the construction industry to renovate abandoned buildings for
low-income families. The next project was the renovation of an empty
warehouse into eight two-bedroom apartments. Fatma was part of the core
team in charge of scheduling and managing work assignments.
Viktoria and Jasper entered the restaurant together. Viktoria was the first
to move to the Bay Area. She was currently working on the next-generation
neural stimulator (“PAX 2”). Neural stimulators are electronic devices that
doctors implant in patients with wires connected to sources of pain in the
patient’s spine. In the past, patients would have to have an operation to
replace the stimulator battery every 10 years. PAX 2 was being designed to
page 24
take advantage of new battery technologies and use a
rechargeable battery. In concept, this battery system would
eliminate the need for replacement surgeries and allow the implanted
battery to be recharged externally. Viktoria’s team had just completed the
second prototype and was entering a critical testing phase. It had been
tricky trying to predict the lifespan of the new rechargeable battery without
testing it in real time. She was anxious to begin seeing the test results.
Jasper was working for a start-up company after doing contract work for
his first nine months in San Francisco. He was sworn to secrecy about the
project and all Fatma and Viktoria knew was that the project had something
to do with sharing economy. He was working with a small development
team that included colleagues from Bangalore, India, and Malmo, Sweden.
After ordering and chit-chatting a bit, Fatma started the discussion. “I
will be glad when this week is over,” she said. “We’ve been struggling
defining the scope of the project. At first glance our project seems relatively
simple, build eight two-bedroom apartments in an old warehouse. But there
are a lot of unanswered questions. What kind of community space do we
want to have? How efficient should the energy system be? What kind of
furniture? Everybody wants to do a good job, but when does low-income
housing morph into middle-income housing?”
Viktoria offered, “Scope defining is one of the things my company does
very well. Before a project is authorized, a detailed scope statement is
developed that clearly defines the project objectives, priorities, budget,
requirements, limits, and exclusions. All of the key stakeholders sign off on
it. It is really important to identify priorities up front. I know on the PAX 2
project that scope is the number one priority. I know that no matter how
long it takes it is imperative that my work is done right.”
Fatma responded, “That’s exactly what my project manager is preparing
for Friday’s meeting. I guess that one of the things you have to do as a
project manager is end discussions. He is going to make the tough calls and
finalize the project scope so we can begin planning.”
Jasper interjected, “You guys are so lucky; for the most part your scope
remains the same. In my work the scope is constantly changing. You show
the founders a feature they wanted, and they say, well, if you can do that,
can you do this? You know it’s going to happen, but you really can’t plan
for it.”
Jasper went on, “We do know what our number one priority is: time.
There are a lot of players trying to move in to the ‘space’ we are working
on. We have to demonstrate we are ahead of the pack if we are going to
continue to get VC funding.”2
Jasper said that despite the pressure, his project had been a lot of fun.
He especially liked working with his Swedish and Indian counterparts, Axel
and Raja. They worked like a global tag team on their part of the project.
Jasper would code and then pass his work on to Raja, who would work on it
and pass it on to Axel, who would eventually hand it off to Jasper. Given
the time zones, they were able to have at least one person working on the
code around the clock.
Jasper said it was hard at first working with someone he hadn’t met
personally other than on a video screen. Trust was an issue. Everyone was
trying to prove himself. Eventually a friendly competition arose across the
team. The programmers exchanged funny cartoons and YouTube videos. He
showed Fatma and Viktoria a YouTube video about scope creep that got a
chuckle from everyone.
They made plans to meet next at the new Peruvian restaurant on SE 8th
page 25
The Peruvian cilantro/lime ceviche was a big hit at the next lunch. Viktoria
began their discussion by reporting, “I have good and bad news. The bad
news is that our first prototype failed its tests miserably. The good news is
that I have a smart project manager. She knew this could happen, so she
mitigated the risk by having us working on two alternative battery
technologies. The alternative technology is passing all of the tests. Instead
of falling behind months, we are only days behind schedule.”
This precipitated a discussion of risk management. Fatma reported that
there had been a two-day session on risk management for the renovation
project. They spent the first day brainstorming what could go wrong, and
the second day coming up with strategies for dealing with risks. A big help
was the risk report that was generated after the last project. The report
detailed all of the problems that had occurred on the last renovation project
as well as recommendations. Fatma said, “I couldn’t believe how much
time and attention was devoted to safety, but as my project manager said,
‘all it takes is one bad accident to shut down a project for weeks, even
Jasper reported that on his project they spent very little time on risk
management. His project was driven by a build-test mentality. “Everybody
assumes that daily testing eliminates problems, but when it’s time to
integrate different features, that’s when the real bugs will emerge,” Jasper
Jasper went on to say that things were not going well at work. They had
missed their second straight milestone, and everyone was feeling the
pressure to show results. “I even slept by my cubicle three nights ago,”
Jasper confessed. Fatma asked, “How many hours are you working?” “I
don’t know, at least 70, maybe 80 hours,” Jasper answered. He went on to
say, “This is a high-stakes project, with a BIG upside if successful. I am
doing some of my best programming and we’ll just have to see what
Jasper showed them a cartoon that was being circulated across his team.
The caption read “When did you want it done? Yesterday.”
Fatma turned to her friends and said, “I need some advice. As you
know, I’m responsible for scheduling work assignments. Well, some of my
colleagues have been pretty aggressive lobbying for choice assignments.
Everyone wants to work alongside Bruno or Ryan. Suddenly I am
everyone’s friend, and certain people are going way out of their way to do
favors for me. I am sure they think it will influence my decisions. It’s
getting awkward and I am not sure what to do.”
“Quid pro quo,” answered Jasper, “that’s how the business world works.
You scratch my back and I’ll scratch yours. Within reason, I don’t have a
problem with someone taking advantage of her position to garner favors
and build relationships.”
Viktoria said, “I disagree. You don’t want to be seen as someone whose
influence can be bought. You need to think what’s best for the company.
You need to ask yourself what Bruno and Ryan would want you to do. And
if you don’t know, ask them.”
After much discussion, Fatma left the restaurant leaning toward
Viktoria’s advice, but she wasn’t sure what the guidelines should be.
It took two months for the Hokies lunch group to get together again. Jasper
had canceled the last meeting because of work, so Viktoria and Fatma saw a
movie together instead.
page 26
Jasper was the last person to arrive and it was clear from the look on his
face that things were not going well. He sat down, avoiding eye contact,
before blurting, “I’m out of work.” “What do you mean?” Fatma and
Viktoria cried. Jasper explained after months and months of work they had
been unable to demonstrate a functional product.
Jasper went on to say, “Despite our best efforts we couldn’t deliver. The
founders couldn’t get an ounce of second-round venture funding, so they
decided to cut their losses and kill the project. I just spent the best six
months of my programming life for nothing.”
Fatma and Viktoria tried to comfort their friend. Fatma asked Jasper
how the others were taking the news. Jasper said the Swedish programmer,
Axel, took the news very hard. He went on to say, “I think he was burning a
lot of bridges at home with the long work hours and now he has nothing to
show for it. He started blaming us for mistakes we never made.” Raja, his
Indian counterpart, was a different story. “Raja seemed to shrug his
shoulders.” Jasper added, “He said, ‘I know I am a good programmer. There
are lots of opportunities here in Bangalore.’”
Fatma broke the silence that followed by saying to Jasper, “Send me
your resume. My company is always looking for top-notch programmers
and it is a really great company. Can you believe it, the two founders, Bruno
and Ryan, are working side by side with everyone on renovating the
warehouse? In fact, people were amazed at how good Bruno was with sheet
rock. A big part of my job now is scheduling their time so they can work
with as many different people as possible. They really want to use the
project to get to know their employees. This hasn’t been easy. I have had to
juggle their calendars, their abilities, and work opportunities.”
Viktoria interjected, “You’re using Microsoft Project to do this?” “Not
really,” responded Fatma. “At first I tried scheduling their work in
Microsoft Project, but it was too cumbersome and time consuming. Now I
just use the Project master schedule and each of their calendars to schedule
their work. This seems to work best.”
Viktoria added, “Yeah, Microsoft Project is a great program, but you
can get lost trying to get it to do everything. Sometimes all you need is an
Excel sheet and common sense.”
Viktoria felt awkward, given what had happened to Jasper. She was just
wrapping up the successful PAX 2 project. She was also getting ready for a
well-deserved holiday in Vietnam paid for by her project bonus. “I hate
closing out a project,” Viktoria said. “It’s so boring. Document, document,
document! I keep kicking myself for not tracking things when they
happened. I am spending most of my time scouring my computer for files. I
can’t wait to take off to Vietnam.”
Viktoria went on to say, “The only thing I liked doing was the project
Jasper asked, “What’s a project retrospective?” Viktoria answered, “It’s
when the project team gets together and reviews what went well and what
didn’t and identifies lessons learned that we can apply to future projects.
For example, one of the things we learned was that we needed to bring the
manufacturing people on board a lot sooner in the design process. We
focused on designing the very best product possible, regardless of cost. We
found out later that there were ways for reducing production costs without
compromising quality.”
Fatma added, “We do that, too, at the end of our projects, but we call it
an audit.”
page 27
Fatma asked Viktoria, “Do you know what your next assignment will
be?” “No,” she replied, “I will probably go back to my department and do
some testing. I’m not worried. I did good work. I am sure someone will
want me for their project.”
Jasper chimed in, “I sure hope someone wants me for their next
project.” Fatma and Viktoria immediately went into action, trying to lift
their friend’s spirits.
A little while later, they walked out of the restaurant and gave each
other hugs. Fatma reminded Jasper to send her his latest resume.
1. For each part (A, B, C), what phase of the project life cycle is each
project in? Explain.
2. What are two important things you learned about working on projects
from the case? Why are they important?
1 Hokies is the name associated with Virginia Tech athletic teams.
2 New venture capital funding.
Design elements: Snapshot from Practice, Highlight box, Case icon: ©Sky
1 It should be noted that PMBOK also includes Incremental and Iterative as two additional
approaches, which are beyond the scope of this text. Search for further details.
2 LEED certification was developed by Leadership in Energy and Environmental Design
(LEED) and is one of the most popular green building certification programs used
???????? ??????? ?????????
?????? ????????
???????? ???????? ????????????
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Project Management (MGT323)
Deadline:14/01/2023 @ 23:59
Course Name: Project Management
Course Code:MGT323
Student’s Name:
Semester: II
Student’s ID Number:
Academic Year:2022-23, II Term
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 15
Level of Marks: High/Middle/Low
• The Assignment must be submitted on Blackboard (WORD format only)
via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks
may be reduced for poor presentation. This includes filling your
information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from
students or other resources without proper referencing will result in ZERO
marks. No exceptions. Atleast two Scholarly Peer- Reviewed Journals are
required as references.
• All answered must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be
considered plagiarism).
• Submissions without this cover page will NOT be accepted.
• Do not make any changes in the cover page.
Assignment Workload:
• This Assignment comprise of a Case Study.
• Assignment is to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-1 students will able to understand the
1. Defining the concepts, theories and approaches of project management. (L.O-1.1)
2. Recognize the steps of planning process in the project management. (L.O-1.2)
3. Analyze to work effectively and efficiently as a team member for project related
cases. (L.O-3.1)
Assignment-1-Case Study& Discussion Question
Assignment Question:
(Marks 10)
Please read the Case-1.2 “The Hokies Lunch Group.” from Chapter 1
“Modern Project Management” given in your textbook – Project
Management: The Managerial Process 8th edition by Larson and Gray page
no: 24-27 also refer to specific concepts you have learned from the chapter
to support your answers. Answer the following questions for Part-A, Part-B,
Part-C of the case study.
1. For each part (A, B, C) What phase of the project life cycle is
each project in? Expain (1 Mark each for A, B, C) Total
(3Marks). (200 words)
2. What are the two important things you learned about working
on projects from the case? Why are they important? Explain
for each part (A, B, C) (2 Marks each for A, B, C) Total (6
Marks). (300 words)
3. Describe the characters of “The Hokies Lunch Group”? (1
Mark) (100 words)
Discussion Question:
(5 Marks)
4. What impact will artificial intelligence (AI) have on the field
of project management? (3 Marks) Refer Chapter-2 (300
5. How are projects linked to the strategic plan? (2 Marks)
Refer Chapter-2 (200 words)
1. Part-A:
(1 mark)
(1 mark)
(1 mark)
2. Part-A:
(2 marks)
(2 marks)
(2 marks)
3. (1 Mark)
(3 Marks)
(2 Marks)
page i
page ii
You’re in the driver’s seat.
Want to build your own course? No problem. Prefer to use our turnkey, prebuilt course?
Easy. Want to make changes throughout the semester? Sure. And you’ll save time with
Connect’s auto-grading too.
Less Time Grading
They’ll thank you for it.
Adaptive study resources like SmartBook® 2.0 help your students be better prepared in less
time. You can transform your class time from dull definitions to dynamic debates. Find out
more about the powerful personalized learning experience available in SmartBook 2.0 at
Laptop: McGraw-Hill Education
Make it simple, make it affordable.
Connect makes it easy with seamless integration using any of the major Learning
Management Systems—Blackboard®, Canvas, and D2L, among others—to let you
organize your course in one convenient location. Give your students access to digital
materials at a discount with our inclusive access program. Ask your McGraw-Hill
representative for more information.
Padlock: Jobalou/Getty Images
Solutions for your challenges.
A product isn’t a solution. Real solutions are affordable, reliable, and come with
training and ongoing support when you need it and how you want it. Our Customer
Experience Group can also help you troubleshoot tech problems—although Connect’s
99% uptime means you might not need to call them. See for yourself at
Checkmark: Jobalou/Getty Images
page iii
Effective, efficient studying.
Connect helps you be more productive with your study time and get better grades using
tools like SmartBook 2.0, which highlights key concepts and creates a personalized study
plan. Connect sets you up for success, so you walk into class with confidence and walk out
with better grades.
Study anytime, anywhere.
Download the free ReadAnywhere app and access your online eBook or SmartBook 2.0
assignments when it’s convenient, even if you’re offline. And since the app automatically
syncs with your eBook and SmartBook 2.0 assignments in Connect, all of your work is
available every time you open it. Find out more at
“I really liked this app—it made it easy to
study when you don’t have your textbook
in front of you.”
– Jordan Cunningham, Eastern Washington University
No surprises.
The Connect Calendar and Reports tools keep you on track with the work you need to get
done and your assignment scores. Life gets busy; Connect tools help you keep learning
through it all.
Calendar: owattaphotos/Getty Images
Learning for everyone.
McGraw-Hill works directly with Accessibility Services Departments and faculty to meet the
learning needs of all students. Please contact your Accessibility Services office and ask
them to email, or visit for more information.
Top: Jenner Images/Getty Images, Left: Hero Images/Getty Images, Right: Hero Images/Getty Images
page iv
The McGraw-Hill Series Operations and Decision
Purchasing and Supply Chain Management
Third Edition
Bowersox, Closs, Cooper, and Bowersox
Supply Chain Logistics Management
Fifth Edition
Burt, Petcavage, and Pinkerton
Supply Management
Eighth Edition
Purchasing and Supply Management
Sixteenth Edition
Simchi-Levi, Kaminsky, and Simchi-Levi
Designing and Managing the Supply Chain: Concepts, Strategies, Case Studies
Third Edition
Stock and Manrodt
Fundamentals of Supply Chain Management
Brown and Hyer
Managing Projects: A Team-Based Approach
Project Management: The Managerial Process
Eighth Edition
Bordoloi, Fitzsimmons, and Fitzsimmons
Service Management: Operations, Strategy, Information Technology
Ninth Edition
Hillier and Hillier
Introduction to Management Science: A Modeling and Case Studies Approach with
Sixth Edition
Business Research Methods
Thirteenth Edition
Keating and Wilson
Forecasting and Predictive Analytics
Seventh Edition
Kutner, Nachtsheim, and Neter
Applied Linear Regression Models
Fourth Edition
Business Dynamics: Systems Thinking and Modeling for a Complex World
Cachon and Terwiesch
Operations Management
Second Edition
Cachon and Terwiesch
Matching Supply with Demand: An Introduction to Operations Management
Fourth Edition
Jacobs and Chase
Operations and Supply Chain Management
Sixteenth Edition
Jacobs and Chase
Operations and Supply Chain Management: The Core
Fifth Edition
Schroeder and Goldstein
Operations Management in the Supply Chain: Decisions and Cases
Eighth Edition
Operations Management
Fourteenth Edition
Swink, Melnyk, and Hartley
Managing Operations Across the Supply Chain
Fourth Edition
Slater and Wittry
Practical Business Math Procedures
Thirteenth Edition
Slater and Wittry
Math for Business and Finance: An Algebraic Approach
Second Edition
Bowerman, Drougas, Duckworth, Froelich, Hummel, Moninger, and Schur
Business Statistics in Practice
Ninth Edition
Doane and Seward
Applied Statistics in Business and Economics
Sixth Edition
Doane and Seward
Essential Statistics in Business and Economics
Third Edition
Lind, Marchal, and Wathen
Basic Statistics for Business and Economics
Ninth Edition
Lind, Marchal, and Wathen
Statistical Techniques in Business and Economics
Eighteenth Edition
Jaggia and Kelly
Business Statistics: Communicating with Numbers
Third Edition
Jaggia and Kelly
Essentials of Business Statistics: Communicating with Numbers
Second Edition
Connect Master: Business Statistics
page v
Project Management
The Managerial
Eighth Edition
page vi
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2021 by
McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous
editions © 2018, 2014, and 2011. No part of this publication may be reproduced or distributed in any
form or by any means, or stored in a database or retrieval system, without the prior written consent of
McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or
transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LWI 24 23 22 21 20 19
ISBN 978-1-260-23886-0 (bound edition)
MHID 1-260-23886-5 (bound edition)
ISBN 978-1-260-73615-1 (loose-leaf edition)
MHID 1-260-73615-6 (loose-leaf edition)
Portfolio Manager: Noelle Bathurst
Product Developer Manager: Michele Janicek
Executive Marketing Manager: Harper Christopher
Lead Content Project Manager: Sandy Wille
Senior Content Project Manager: Angela Norris
Senior Buyer: Sandy Ludovissy
Design: Egzon Shaqiri
Content Licensing Specialist: Beth Cray
Cover Image: Gina Pricope/Getty Images
Compositor: SPi Global
All credits appearing on page or at the end of the book are considered to be an extension of the
copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Gray, Clifford F., author. | Larson, Erik W., 1952- author.
Title: Project management : the managerial process / Erik W. Larson,
Clifford F. Gray, Oregon State University.
Description: Eighth edition. | New York, NY : McGraw-Hill Education, [2021]
| Clifford F. Gray appears as the first named author in earlier
editions. | Includes bibliographical references and index. | Summary:
“Our motivation in writing this text continues to be to provide a
realistic, socio-technical view of project management. In the past,
textbooks on project management focused almost exclusively on the tools
and processes used to manage projects and not the human dimension”–
Provided by publisher.
Identifiers: LCCN 2019028390 (print) | LCCN 2019028391 (ebook) |
ISBN 9781260238860 (paperback) | ISBN 1260238865 (paperback) |
ISBN 9781260242379 (ebook)
Subjects: LCSH: Project management. | Time management. | Risk management.
Classification: LCC HD69.P75 G72 2021 (print) | LCC HD69.P75 (ebook) |
DDC 658.4/04–dc23
LC record available at
LC ebook record available at
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a
website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGrawHill Education does not guarantee the accuracy of the information presented at these sites.
page vii
About the Authors
Erik W. Larson
ERIK W. LARSON is professor emeritus of project management at the
College of Business, Oregon State University. He teaches executive,
graduate, and undergraduate courses on project management and leadership.
His research and consulting activities focus on project management. He has
published numerous articles on matrix management, product development,
and project partnering. He has been honored with teaching awards from
both the Oregon State University MBA program and the University of
Oregon Executive MBA program. He has been a member of the Project
Management Institute since 1984. In 1995 he worked as a Fulbright scholar
with faculty at the Krakow Academy of Economics on modernizing Polish
business education. He was a visiting professor at Chulalongkorn
University in Bangkok, Thailand, and at Baden-Wuerttemberg Cooperative
State University in Bad Mergentheim, Germany. He received a B.A. in
psychology from Claremont McKenna College and a Ph.D. in management
from State University of New York at Buffalo. He is a certified Project
Management Professional (PMP) and Scrum master.
Clifford F. Gray
CLIFFORD F. GRAY is professor emeritus of management at the College
of Business, Oregon State University. He has personally taught more than
100 executive development seminars and workshops. Cliff has been a
member of the Project Management Institute since 1976 and was one of the
founders of the Portland, Oregon, chapter. He was a visiting professor at
Kasetsart University in Bangkok, Thailand, in 2005. He was the president
of Project Management International, Inc. (a training and consulting firm
specializing in project management) 1977–2005. He received his B.A. in
economics and management from Millikin University, M.B.A. from Indiana
University, a

“Place your order now for a similar assignment and have exceptional work written by our team of experts, guaranteeing you A results.”


About us

Contact us

User reviews

Become a freelance writer




Persuasive essays

Expository essays

Compare and contrast Essays

Persuasive essays

Argumentative essays

Narrative essays

Definition essays

Informative essays


Place order

Our Affiliate program

Privacy Policy



Our privacy policy

Terms and conditions

Our Cookie Policy

Confidentiality policy



Disclaimer: Writemasters is a professional essay writing service, providing custom assistance for research and reference purposes only. The use of our work must comply with all academic guidelines and integrity standards. Copyright © 2009 - 2024
7904 Dorothy St, Rosemead, CA 91770
Open chat
Need help? Chat Now
Scan the code
Hello, welcome to our instant WhatsApp chat. We are online and ready to assist.
How can we help you today?