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Solution and Answer Guide: Kloppenborg/Anantatmula/Wells, Contemporary Project M anagement: Plan-Driven and Agile Approaches, 2023, 978-0-357-71573-4; Chapter 1: Introduction to Project M anagement Solution and Answer Guide Kloppenborg/Anantatmula/Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 2023, 978-0-357-71573-4; Chapter 1 : Introduction to Project Management Table of Contents Chapter Review Questions—Suggested Answers

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Discussion Q uestions .........................................................................................................................6 PMP Exam St udy Questions ............................................................................................................ 11 Integr ated Example Projects ........................................................................................................... 14 Suburban Ho mes Construction Project ...................................................................................................14 Student Questi ons ...................................................................................................................................15 Heritage Arb oretum Development Project

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Arboretum Introduction .......................................................................................................... 15 Anderso n Township and Green Space Introduction

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Related L inks ............................................................................................................................. 16 Studen t Questions .................................................................................................................... 16 Arboretum Gra ding Suggestions .............................................................................................................16 Semeste r Project Instructions ........................................................................................................ 18 1 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 / 4

Solution and Answer Guide: Kloppenborg/Anantatmula/Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 2023, 978-0-357-71573-4; Chapter 1: Introduction to Project Management Chapter Review Questions—Suggested Answers

• What is a project? (Objective #1-1, p. 4)

ANS: The narrow answer is: A project is a new, time-bound effort that has a definite beginning and a definite ending with several related and/or interdependent tasks to create a unique product or service.The broader answer is: A project is an endeavor that requires an organized set of work efforts that are planned in a level of detail that is progressively elaborated as more information is discovered. Projects are subject to limitations of time and resources such as money and people. Projects should follow a planned and organized approach with a defined beginning and ending. P roject plans and goals become more specific as early work is completed. The output often is a collection of a primary deliverable along with supporting deliverables such as a house as the primary deliverable and warranties and instructions for use as supporting deliverables. Each project typically has a unique combination of stakeholders people and groups who can impact the project or might be impacted by either the work or results of the project. Projects often require a variety of people to work together for a limited time, and each needs to understand that completing the project will require effort in addition to their other assigned work.

• What is project management? (Objective #1-1, p. 4)

ANS: Project management is the art and science of using knowledge, skills, tools, and techniques efficiently and effectively to meet stakeholder needs and expectations. This includes work processes that initiate, plan, execute, control, and close work.Project management includes both administrative tasks for planning, documenting, and controlling work and leadership tasks for visioning, motivating, and promoting work associates.

• How are projects different than ongoing operations? (Objective #1-3, p. 6)

ANS

: Projects are temporary, while operations are ongoing.

• What types of constraints are common to most projects? (Objective #1-4, p. 12)

ANS: Project performance, comprising scope (size) and quality (acceptability of the results), is constrained by cost and schedule.

• What are the three components of the Talent Triangle? (Objective #1-4, p. 11)

ANS: The core objectives include those that the Talent Triangle classifies as

technical, behavioral, and strategic.2 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 / 4

Solution and Answer Guide: Kloppenborg/Anantatmula/Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 2023, 978-0-357-71573-4; Chapter 1: Introduction to Project Management

• At what stage of a project life cycle is the majority of the “hands-on” tasks

completed? (Objective #1-3, p. 8)

ANS: Executing.

• During which stage of t

he project life cycle are loose ends tied up? (Objective #1-2,

• 8)

ANS: Closing.

• What are the twelve project delivery principles? (Objective #1-6, p. 17)

ANS: Stewardship, stakeholders, interactions, tailor, complexity, adaptability, team, value, leadership, quality, risk, change.

• What are the eight performance domains, according to the PMBOK 7e? (Objective

#1-6, p. 17)

ANS: Stakeholder, team, approach, planning, work, delivery, measurement,

uncertainty.

• What are the four core values of Agile? (Objective #1-7, p. 20)

ANS:

• Value individuals more than processes.
• Value working software more than documentation.
• Value customer collaboration more than negotiation.
• Value response to change over following a plan.
• What are Agile’s twelve principles? (Objective #1-7, p. 21)

ANS:

• Customer satisfaction is given the highest priority.
• Unlike a plan-driven approach, changes in requirements are appreciated at any

point in the project with a view to exploit competitive advantage for the customer.

• Present working software to the client frequently during the project execution

phase.

• People representing business and development teams must work together

constantly.

• A project team comprising motivated people must be engaged in the project;

support and trust must be extended to the project team.

• Face-to-face communication must be employed, which is considered effective

and efficient. In other words, it is preferable to have a co-located project team.3 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 / 4

Solution and Answer Guide: Kloppenborg/Anantatmula/Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 2023, 978-0-357-71573-4; Chapter 1: Introduction to Project Management

• Project progress is the progress made in developing working software.
• The Agile process is meant to create sustainable development, which demands

sponsors, developers, and users work at the same pace for a long period.

• Uninterrupted attention to technical excellence and good design boosts agility.
• Simplicity—the art of maximizing the amount of work not done—is essential.
• Self-managed teams help develop the best architectures, requirements, and

designs.

• If not daily, the team routin

ely considers how to improve effectiveness and amends its behavior accordingly.

• How do yo

u define project success? (Objective #1-4, pp. 12–13) ANS: Project success is creating deliverables that include all of the agreed-upon features (meet scope goals). The outputs should satisfy all specifications and please the project’s customers. The customers need to use the outputs effectively as they do their work (meet quality goals). The project should be completed on schedule and on budget (meet time and cost constraints).Project success also includes other considerations. A successful project is one that is completed without heroics – that is, people should not burn themselves out to complete the project. Those people who work on the project should either learn new skills and/or refine existing skills. Organizational learning should take place and be captured for future projects. Finally, the parent organization should reap business-level benefits such as the development of new products, increased market share, increased profitability, decreased cost, etc.

Project success summarized in Exhibit 1.4 include the following:

 Meeting Agreements—Cost, schedule, and specifications met  Customer’ Success—Needs met, deliverables used, and customer satisfied  Performing Organization’s Success—Market share, new products, and new technology  Project Team’s Success—Loyalty, development, and satisfaction

• How do you define project failure? (Objective #1-4, p. 13)

ANS: Project failure is not meeting all of the success criteria listed earlier. Serious project failure is when some of the success criteria are missed by a large amount and/or when several of the success criteria are missed by even a small margin.

• List four common causes of project failure. (Objective #1-4, p. 13)

ANS:

 Incomplete or unclear requirements  Inadequate user involvement 4 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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